Guide to Reducing Scrap Learning

Transcription

1 WHITE PAPER Guide to Reducing Scrap Learning Scrap learning the failure of learning transfer By Kieran King VP, Global Customer Insight, Skillsoft

2 EXECUTIVE SUMMARY L&D professionals can ensure that they are maximising their return on investment by ensuring that employees retain and apply new knowledge. Taking the time to implement strategies to reduce scrap learning will have a powerful impact on both business performance and the bottom line. 2

3 Scrap learning learning which is successfully developed but not applied on the job comes with high costs. When your employees can t put what they ve learned into practice, time and money is wasted. The failure of learning transfer costs companies millions of dollars a year in wasted expenditures and probably several times that in lost opportunities. When scrap learning rates are high, there can also be a cost to the L&D team s reputation. Despite the fact that reputational harm can be hard to quantify, there is no doubt that one of the challenges the learning industry faces is its proving its ability to raise performance and contribute to impact. In the Kirkpatrick/Phillips five levels of learning evaluation, scrap learning is the casualty of achieving level two (the intended skills have been gained), but level three (application of the skills to the job) is not achieved. Scrap Learning The failure of learning transfer costs companies millions of dollars a year in wasted expenditures and probably several times that in lost opportunities. Kieran King, VP, Global Customer Insight, Skillsoft Level 1 Reaction Level 2 Learning Level 3 Application to job Level 4 Business results Level 5 ROI What s a reasonable industry benchmark for scrap learning? Several studies have been conducted that can give us a range of what a typical scrap learning rate is. CEB Metrics that Matter uses benchmarking capabilities within its Metrics that Matter software to monitor scrap learning rates as well. Their Metrics that Matter software correlates any learning not applied to the job within a six week period as scrap learning. Their current average scrap learning benchmark is 45%. 1 SIZING SCRAP LEARNING S EFFECT To provide an example of the implications that this has for budgets, take a $1M learning budget and a 45% scrap learning rate. That equates to $450,000 in unrealised training potential. In a $10M learning budget, that could mean as much as $4.5M scrap learning. A modest reduction 1 Scrap Learning Your Programmes Are Not As Good as You Think They Are, John R. Mattox, II, Ph.D. CEB Metrics that Matter,

4 of 10% in scrap learning would mean a $100k impact for the $1M budget and a $1M impact to the $10M budget. These are definitely numbers that command attention. An organisation cannot manage a reduction in scrap learning without first measuring its current scrap learning rate. While it may seem complex at first glance, measuring scrap learning is actually easier than you think. Following the CEB Metrics that Matter definition, scrap learning is the sum of learners who report that they applied the training within a six week period, subtracted from one hundred. As you evaluate your key programmes, ask learners how quickly they were able to apply what they learned to the job. The response options that are typically used include: 1 week 2-4 weeks 5-6 weeks I have not applied the learning yet. I don t intend to use what I learned. }Scrap learning responses Then, compile responses, sum the results of the first three response options together as a percentage of all responses, and then subtract that figure from 100%. As an example, if the sum of a programme s first 3 responses represented 40%, then the scrap learning rate is 60%. With Skillsoft, 86% of learners report that they will be able to apply what they have learned within six weeks. That means that the Skillsoft scrap rate is a remarkably low 14%. If respondents reply that they have not applied the learning yet, or they do not intend to use what they learned, a follow-on question to understand why is essential. It is here where you will likely uncover the main barriers that prevent learning application. At Skillsoft, we ask the application question within our Impact Analysis studies and we have a conditional question that pipes into the survey if the learner selects one of the two scrap learning responses. Year after year, the same two reasons for scrap learning have surfaced: Learners are too busy and lack the time they feel they need to apply their new skill No immediate opportunity to apply the learning presented itself An important tool in the process improvement discipline is the cause-and-effect diagram, which is also called a fishbone diagram because it resembles the skeleton of a fish. Plotting influential factors out this way helps an organisation identify the causes of a problem. The figure below illustrates a poor learning transfer environment. The arrow forming the backbone of the fish points toward the effect-learning transfer 4

5 failure or scrap learning. The ribs of the diagram are the possible contributing causes. All these factors do not necessarily contribute to learning transfer failure, nor are they the only possible categories, but they are the common ones that can help an L&D team diagnose the chief factors. POOR LEARNING TRANSFER ENVIRONMENT Measurement Materials Participant no tracking or metrics no accountability too busy weak or no goals past experience no quality assessment of goals or outcomes unclear or conflicting priorities low expectations no recognition or reward lack of manager engagement no recognition or reward no reminders Scrap Learning lack of automation no opportunity to apply no support no visibility into process no or limited feedback peer pressure no follow-up no action plan Systems Environment Procedures 5

6 As we look at this diagram, two things are implied: First, multiple factors can contribute to a low rate of learning transfer. Therefore, the solution to the transfer problem will have to be multifaceted. Second, in most organisations there is no formal process for managing learning transfer. One of the first steps to remediate would be to define a procedure for managing transfer that can be subsequently improved. Keep in mind that while this advice takes a process-driven approach toward improving learning transfer, it does not assume that developing people will ever be as predictable as manufacturing a product. That being said, striving toward process excellence must be a focus of any organisational improvement effort including learning. There is ample evidence that taking a process approach to learning transfer can improve outcomes, reduce scrap, and increase the benefit of learning for the organisation. No organisation can afford to do nothing about a learning transfer problem. HOW CAN AN ORGANISATION IMPROVE ITS LEARNING APPLICATION RATE? Skillsoft has observed five best practices for enhancing the application of learning while decreasing the risk of scrap learning. The practices are: 1. Embed learning into the workflow 2. Ensure quality content 3. Reinforce learning 4. Align learning 5. Enlist greater manager support 6

7 GUIDE TO REDUCE SCRAP LEARNING 1. EMBED LEARNING INTO THE WORKFLOW Since 70-80% of learning occurs on the job, it stands to reason that learning should integrate seamlessly into one s daily work. Don t solely rely on learners consciously making a decision to learn and find what they need. In addition to making learning available via a corporate learning management system (LMS), blend relevant learning into the workflow through business applications, SharePoint, intranets, and . Learning must fit an employee s schedule breaking information into manageable chunks makes it more accessible and efficient. 2. ENSURE QUALITY CONTENT Look for current content from credible sources. Content should be performance-oriented and accommodate a variety of different learning styles and preferences. Sound instructional design includes observation, modeling, interactivity, assessment and practice. A recent Bersin by Deloitte study stressed the importance of informal learning: Workers value self-directed, on-demand, and social approaches (such as knowledge-sharing, online search, networking, and reading) much more highly [than formal training]. Nearly 50% spend 03 minutes or more every day on unofficial, unscheduled, and impromptu learning activities (e.g., reading articles or blogs, watching videos, taking online courses) REINFORCE LEARNING Psychologist Hermann Ebbinghaus discovered that reinforcing training improves retention. He also observed that as the gap between training and practice or recall increases, so does the amount people forget. Learning professionals still struggle to help workers retain what they have learned. A continuous learning approach is essential to modern learning strategies. Work with employees to develop personal learning plans so they can identify resources that complement and reinforce what they ve learned. Spread refreshers across the days and weeks immediately following the training. Skillsoft applies a guideline of 6 reinforcements within 30 days, blending different learning modalities. 2 Investing in Learning Content: Redefining Priorities to Keep Up With the Modern Learner. by Todd Tauber, Bersin by Deloitte, February

8 4. ALIGN LEARNING TO BUSINESS OBJECTIVES Business-aligned learning requires an understanding of the organisation s objectives. Learning solutions arise when a business driver calls for a certain type of performance. By partnering with business stakeholders to define performance expectations, learning professionals can translate performance criteria to a set of competencies or skills. When L&D professionals meet with stakeholders to plan training, the key question should be: What are the business needs that you are seeking to impact? not What training needs to take place? Once you ve determined the business need, you can define the necessary performance requirements, align a learning solution and set goals to measure the impact. Consider what kinds of skills employees need to develop in order to achieve the desired performance, as well as the learning modalities and delivery methods that best suit the target audience. 5. ENLIST GREATER MANAGER SUPPORT Managers should set expectations for training before it happens, detailing why the employee is getting training, the changes that should take place, and how training will be applied on the job. Managers should also evaluate each employee s readiness for training to ensure the person has the appropriate knowledge and skills to draw value from the planned training. Post-training, managers should follow up with employees to ask what knowledge and skills they gained. Assigning projects that allow employees to reinforce those skills and recognising performance changes have a powerful impact on reducing scrap learning. 8

9 ABOUT THE AUTHOR Kieran began her career in the talent field more than 20 years ago. In 1999, Kieran joined CBT Systems (which was acquired by Skillsoft in 2002) and participated in the evolution of the learning industry by consulting with organisations across a wide variety of sectors and geographies. She has consulted with companies to design enterprise learning programmes, implement learning and talent platforms, lead strategy engagements, and advise on measuring learning s impact on business outcomes. Kieran has authored several methodologies and white papers, she blogs regularly and she s been featured in magazines such as Chief Learning Officer, Elearning!, Talent Management and Forbes. Kieran was also a featured on Sirius Radio s In the Workplace hosted by Wharton Business School. Today, Kieran studies the composition of successful learning and talent partnerships throughout the world. Kieran King Vice President, Global Customer Insight, Skillsoft skillsoft.com/emea 9

10 ABOUT SKILLSOFT linkedin.com/company/skillsoft facebook.com/skillsoft twitter.com/skillsoft_uk skillsoft.com/emea Skillsoft is the global leader in elearning with a long history of innovation. We train more professionals than any other company in the world and are trusted by the world s leading organisations, including over 50% of the Fortune 500. We currently serve over 6,700 customers and more than 45,000,000 learners worldwide and provide continuing, hands-on support to assist them in maximising their ongoing success. Skillsoft has grown rapidly, with 2,500 employees across multiple locations in North America, EMEA and APAC. For more information, visit 10